Little Book of Big Change

Little
Book of Big
Change
A Practical Business Guide for Leading
Change without Losing Your Mind

Before We Start
So, you’re taking on a change. And it needs to happen sooner rather
than later, with as little pain and as much support as possible.
Simple, right?

Being a change leader is never easy. In fact, many change efforts fail outright. Many others never
achieve their original visions.

This little book is designed to help you think about change in a way that will involve the people who
can best help you be successful – formal and informal change leaders, and the people who will be
affected by and must implement the change. The goal here is to help you avoid many of the
landmines that can derail any change effort.

There are many books written about change, many that include lists of how-to’s and don’t-evers.
This is not one of them. Nor is this e-book the last word on change leadership.

Instead, what you have here is a great collection of practical tools that will help you be successful
at leading change that is collaborative, strategic, and ultimately beneficial to your company’s
bottom line.

Contents
Why Change Fails . . . . . . . . . . . . . . . . . . . . . page 1
Success in 3-Steps . . . . . . . . . . . . . . . . . . . page 3
1. Set up for success . . . . . . . . . . . . . . . . . page 4
The big picture . . . . . . . . . . . . . . . . . . . . . . . . . page 7

2. Build leadership alignment
Making the case for change . . . . . . . . . . . . . . . . page 12
Create and communicate the Vision . . . . . . . . . . page 20

3. Engage stakeholders appropriately. . page 23
Make decision making transparent . . . . . . . . . . . page 28
Design a change framework . . . . . . . . . . . . . . . . page 34

Where to Start . . . . . . . . . . . . . . . . . . . . . . page 37

© 2008 Interaction Associates, Inc. All rights reserved. This work may be freely
distributed in its current form, including photocopying, and for internal use. It may not
be altered or offered for sale without written permission from the copyright holder.

Why Change Fails
At the risk of being repetitious, we’ll say it again: Many change
efforts fail outright. Others never achieve their original visions,
goals, hopes, and dreams.
Don’t let that deter you.

The truth is: Every organization undertakes change. Some of the most common drivers these days
include: outsourcing departments or functional groups; mergers or acquisitions; technology
platform revamps; or market dynamics.

So, while change is ubiquitous, research shows that 70% of change efforts fail. The good news is
that we getting better at knowing where and why change fails.

Page 1

Why Change Fails
These are the most commonly-cited reasons for failure, according to Industry Week:
• Resistance to change
• No executive consensus
• No executive champion
• Inadequate project team skills
• Unrealistic expectations
• Staff involved too late
• No cross-functional project team

A close look at that list reveals an important insight: Change usually
fails when leaders fail to manage the people side of the equation.

4
Getting that right involves putting critical elements in place, which
we explore next in Success in 3 Steps.

Page 2

Success in 3 Steps
Misguided and poorly planned change efforts often follow winding and confusing
roads. There is a better way – a change strategy we’ve honed in 40 years
of experience and simplified for Success in 3 Steps. In a nutshell, you need to:

1. Set Up for Success.
2. Build Leadership Alignment.
3. Engage Stakeholders Appropriately.
Each of the three steps is explored in the following pages, which also provide you
with specific tactics and tools for moving forward at each stage.

Let’s get started.

Page 3

step 1 2 3

Step 1: Set up for success
Before we start, consider this question: How is success defined and measured?

Here’s a hint: Success cannot be measured by results alone.

To achieve true, balanced success, leaders must focus beyond just results, to IN THIS STEP:
how the results are achieved (process), and how people treat each other 1. We define success
(relationship). Interaction Associate's Dimensions of Success model (RPR) and provide you a
illustrates a healthy and strategic balance of Results, Process and Relationship. context for what it
should look like.
Deciding on what to focus in the RPR model is an art and a strategic decision. If 2. We introduce a
you neglect the relationship dimension, you might get the results you set out for simple model called
– and never want to work with those people again. If process is poor, the project The Big Picture for
may take too long and cost too much. As a leader, you need to be thoughtful thinking about your
change effort.
when you focus on one over the other. The RPR model helps leaders know where
to focus their attention. As you plan your change initiative, set up measures for
each dimension.

Page 4

step 1 2 3

Results
• Accomplishment of the task
• Achievement of the goal

Shared
Responsibility
for Success
Relationship
• How people interact
• How people relate to the organization
Process
• How people feel about their involvement and contribution
• Gow the work gets done
• How the work is designed and managed
• How the work is monitored and evaluated See page 6 for how to use the model.

Page 5

step 1 2 3

Using the Model
Results refers to the accomplishment of the task, or achievement of the goal.

Process means how the work gets done, how it is designed and managed,
and how it is measured and evaluated.

Relationship refers to the quality of one’s experience in relating to
colleagues, customers, and the organization, including the level of trust and
respect.
Results
This model is useful in determining goals and measures for the success
of any endeavor.

Often, the “process” and “relationships” dimensions are leading indicators
Shared
of what you can expect in terms of “results.” Responsibility
for Success
Balancing results, process and relationship creates sustainable
organizational change, with greater participant satisfaction.
Process Relationship

Page 6

step 1 2 3

The Big Picture
The Big Picture tool lays the ground work for collaborative action. By carefully
articulating the two end points and the strategic pathway to the future, leaders
can involve key stakeholders in a discussion of the methodology, and their level
of involvement, which ensures buy-in as the project advances.

Here’s a model called “The Big Picture,” which is a comprehensive view of the
path forward.

Context

Where
Where
How We Get There WeWant
We Are
To Go

Stakeholders

Page 7

step 1 2 3

When to use this model:
The Big Picture is a method for presenting the current state of an organization
or project, the movement of the organization to a Future State and at a high
level, the work that will need to take place to achieve the Future State. It is used
as a “compass” for the change effort, and as a communication tool.

The key elements of the model are:
1 The Current State – This is a description of what currently exists in the
organization. It may be expressed in quantitative terms or qualitative terms.
Example: There are currently eight software systems used to capture data
about financials. None of these databases interface with one another.
2 The Future State – a clear picture of what will exist in the future when
the change is complete. This may also be expressed in qualitative or
quantitative terms. Example: The organization will have one software system
and database for all financial data. All financial data interfaces within the
organization can be conducted through this software.

Page 8

step 1 2 3


3 The Pathway to Action – At a strategic level, this launches and articulates
theproject plan, and describes the streams of work necessary to ensure the Future
State is accomplished. The pathway may also be broken up into phases which show
how various streams of work are linked and how they relate to one another.

Let’s look at each element in the model to plan your success path.

Context Assessment
Assess contextual factors that will affect the planning process, including: important
changes in the external environment since the last planning process.

Context

Where
Where
How We Get There WeWant
We Are
To Go

Stakeholders

Page 9

step 1 2 3

Stakeholder Analysis
Who are the key stakeholders for this change: the people who will be most
affected, the people who can support or throw a wrench into your efforts?
For more in-depth information on a stakeholder analysis, see page 23.

Where Are You? Assess the current reality, including:
• strengths and opportunities for improvement of current programs and
operating procedures
• relationships within the organization
• relationships between the organization and key stakeholders

Where Are You Going?
Build an initial agreement around future directions, including:
• hopes and vision of success in the future values that will support, inform,
and guide the work in the future

Page 10

step 1 2 3

How Will You Get There? – Designing the Pathway to Action
Design and implement a planning process (Pathway to Action) that will STEP 1 TIP:
Resist the urge to just jump into
result in an action plan that guides the organization into the future.
a change effort. Devote enough
The action plan must include, among other elements: time to thinking through the Big
Picture in the beginning of a
• specific goals and objectives, project, and share it widely. You
will then have less of a need to
• a stakeholder involvement strategy, “sell” a change once the project
• design and implementation strategies and plans, has begun. You’ll also eliminate
many road blocks that typically
• and plans for monitoring success and ensuring sustainability.
emerge from uninformed partners
and participants.

Page 11

step 1 2 3

Step 2: Build leadership alignment
You can’t just build it. You’ve got to sustain it.
One of the most critical things you can do early on is identify someone to own
the responsibility for sustained alignment. That person is the sponsor of the
change effort.
IN THIS STEP:
The sponsor launches the change effort and a team, sanctions the team’s You’ll get specific help
on building and sustaining
ongoing activity, and is accountable for the impact of its performance on the
leadership alignment.
organization. The sponsor uses formal authority to initiate and see a change To do that, we’ll explore
through to success. the need for sponsorship.
You’ll make a strong case
The ideal sponsor has: for change. Then, you’ll
• personal clout in the relevant parts of the organization create and communicate a
Vision for Success.
• command of enough dollars to fund costs of the change (or at least what’s
needed until other leaders sign on to the effort)
• passion about the case for change
• the ability and self-discipline to sustain active commitment

Page 12

step 1 2 3

What is a sponsor?
A SPONSOR:
Is Not... Is...

– A “hands-on” manager of the team. – An active liaison between the team and the organization.
– The team leader. – Influential and ultimately accountable for team results.
– A part of the core team doing the work. – An advisor.
– The coordinator of the team's work. – A monitor of the team's overall progress toward the objectives.
– Only present for the start up and close down of a team. – Readily available to help the team throughout the team's life cycle.
– A political figurehead. – A vital partner for a team's success who makes linkages and
alliances within the organization.

Convene the right leaders for early agreements about strategy, scope,
budget, and schedule. Then, get them back together as the change evolves
and the parameters shift over time . . . which they always do. If you sense or
anticipate senior level disagreement as the impacts become clear, take it on!
Have conversations. Build support. Whatever you do, don’t ignore it.

Page 13

step 1 2 3

Senior leaders can and will use their power to withdraw resources, stop the
participation of their people, and block implementation. After all, why should
they pay for something they no longer support?

Sometimes the best approach is to get the right leaders together and build
alignment in private, until enough agreement can be reached for sustained
support and delivering clear, undiluted messages to the people who need to
participate and own the change. Once you’ve talked through the key messages
and built those agreements, conclude agreement building by capturing the
messages from the leaders themselves.

Two things this accomplishes
1. It’s a good test of alignment.
2. They get to practice stepping up and articulating their common
platform
for change.

Page 14

step 1 2 3

The case for change
Clients often tell us that our simple framework for making the case for
STEP 2 TIP:
change and building support is one of the most practical tools we offer. To Recognize the power of local
get you started, we detail that framework in this section. Leaders are often leaders, both formal and informal,
astounded by how much they have in their heads that they haven't told and do what you can to support
people. One critical job of a change leader is to communicate not only the their ability to be an effective
force for change. All eyes will be
benefits and potential for change, but also any emerging risks that others
on them for answers: “What does
may not yet perceive. all this mean? What are we
supposed to do about it? What's
While the message needs to be customized to the particular audience, the
next for us?” Whenever possible,
basic story should be consistent and repeated. The following elements of a
give them opportunities to be
case for change will provide a foundation for a complete message to the informed about direction and key
various stakeholders whose support is needed. decisions before going live to the
broader organization so they can
1 The business context: What is happening in the world, the industry, the
send consistent messages from a
organization that makes this change important? position of authority.

2 The presenting problem or opportunity: What specific condition is
demanding attention, and why does it matter now?

Page 15

step 1 2 3

3 The implications: What is the risk of not taking action?

4 The desired future state: At a high level, what will be in place when the
change is realized?
5 The benefits: If the change succeeds, what will we or the world
gain by our efforts? STEP 2 TIP:
When making a case for change to
To “make the case for change” is to assert why change is needed and what any individual or group, conclude
the benefits of change will be. This forms the justification for ongoing effort with your specific request of
and sets expectations for measuring results. them. This allows you to gauge
the level of commitment, and
Why a Case for Change is Important allows others to immediately step
1. To build commitment. up in support of the change.

2. To clarify why people are working together.
3. To uncover expectations and hopes.
4. To align those responsible for the change with each other and with the
change sponsor.
5. To outline goals and milestones.

Page 16

step 1 2 3

KEY ELEMENTS OF A CASE FOR CHANGE
What Example
What is happening (i.e., After 4 years of an average 9% market share growth per year,
organizational conditions we have lost significant market share in the last 6 months. Our
and circumstances) that current market share has returned to what it was 3 years ago –
merits attention and drives 31%. Customers are complaining about response time. Our sales
the need for change. people are losing both new and existing business. The senior
executive team is committed to regaining market leadership in
the next year.

2. Presenting Problem That aspect of the current A cross functional team has identified customer response to
or Opportunity situation that calls for inquiries as the most critical problem to solve. Recent data
change. shows that our organization's response time has increased by
an average of 52% within the last year.

Page 17

step 1 2 3

1. Business Context
What Example
3. Implications The logical (or feared) If we don't get a handle on this problem, several things
consequences of not will happen:
addressing the problem 1. Customer complaints will continue to rise.
or opportunity (the 2. We will continue losing even more market share.
“burning platform”). 3. Employee morale will suffer and worsen.
4. No bonuses this year.
5. Significant cost cutting in the next fiscal year.

4. Desired Future State The desired outcome of Every customer gets their question answered within
making the change. 4 business hours.

Page 18

step 1 2 3

What Example
5. Benefits The specific advantages Customers experience us delivering on our marketing promise.
or gains that will result “Number one in customer service.” Our sales people can speak
from achieving the with data and conviction about our customer service metrics.
desired future state. The return to previous market share will allow us to continue to
fund key projects, pay bonuses and return to the growth and
stability that we have enjoyed over the last 4 years.

Page 19

step 1 2 3

Create and communicate a Vision
While a mission, a strategy, and goals provide direction for actions and
decisions, a vision provides inspiration. And people need inspiration in
times of change.
STEP 2 TIP:
What’s a vision? It’s a picture of the future that is clear enough to show When expressing a vision,
people what life could be like if they succeed. It is set in the future, far imagine you are in the future,
looking around at the change that
enough out to allow time for real change to occur, but not so distant that’s
has been accomplished. What do
too abstract or lofty. A vision describes what will be in place, not the action you see?
plan to get there.
By retelling this image in a
In the mid 90’s technology visionaries told stories of what internet concrete, compelling way, you
engage others in the vision.
communities would look like in the new millennium. The rest of us, including
most of the high tech community, were still trying to figure what this web
thing was. Today, after years of investment and change, we have Move On,
My Space, and web-enabled virtual work teams across the globe.

Page 20

step 1 2 3

How do you create an inspiring vision? There are a number of factors to consider,
but bear in mind that an inspiring vision is an image of the mission accomplished
– the ideal future state made concrete through words and pictures – that
inspires commitment. If you think about your vision in terms of including each of
these components, it is likely to inspire others.

COMPONENTS OF AN INSPIRING VISION
Example
Reflects a High Standard of Performance “We deliver our customers' packages by 10:00A.M. the next day or
they'll get their money back.”

Describes a Unique Attribute “We are known throughout the company as the most service-oriented,
responsive department.”

Represents Future Accomplishments “In 2010, we will have offices in New York, Milan and Tokyo.”

Page 21

step 1 2 3

COMPONENTS OF AN INSPIRING VISION
Example
Conjures Up an Image or Picture “By the thousands, people crowd our phone and e-mail lines, asking for
our products and services.”

Presents a Unifying Theme “We own our company. Responsibility for decisions will be ours, from
the moment they are made through implementation.”

Addresses Common Problems “Think back to your last shift. How many of you missed dinners at home
with your family to hit the goal?”

Appeals to Shared Values “I know many of you have career goals that point toward developing
more supervisory experience.”

Page 22

step 1 2 3

Step 3: Engage stakeholders appropriately
This is a big one! Lots of people talk about stakeholders. Our focus is on
engaging them appropriately and this section details what we mean by that –
and how to do it. IN THIS STEP:
You’ll learn specific criteria
When you open up the process to stakeholder input, it can feel like a fire hose to consider when making
with no shut-off valve. But the consequences of not engaging people are huge. a stakeholder analysis.
We’ll explore a helpful model
A colleague we know often tells his clients, “When it’s time to implement, you you can use to choose
can’t retrofit commitment.” What he’s talking about is the need to identify the appropriate decision making
methods throughout the
critical individuals or groups who need to support or contribute to a change
change process. Finally, you’ll
effort, and to involve them at the right level throughout the process. Some see how designing a change
people will be so essential to your success you’ll need to engage them early framework will help you
and often. Others might be less critical players, who would be satisfied with accomplish change, while still
email updates on your progress. Still other groups or individuals need to getting the organization’s
work done!
participate in a direct, hands-on way, so that their interests and expertise help
shape the final solution.

Page 23

step 1 2 3

As a leader of change, you may not be the best person to do the actual
work of engaging all the stakeholders.

But ensuring maximum appropriate involvement will give you confidence that
you have minimized the risk inherent when all stakeholders are not engaged.
A stakeholder analysis is a practical method for identifying and managing the
involvement of all the right people. The process works best as a formal and
structured aspect of planning change, and the resulting product is living
document which is revisited and revised on a regular basis.

To conduct an effective stakeholder analysis, consider these 7 critical
questions:
1 Who are the individuals or groups that need to be considered or involved
at some point in the process? Think about the people who must implement
the change, individuals and groups will be affected, people who have led
similar change efforts, and customers who may have insights.

Page 24

step 1 2 3

Step 3:

2 What is their importance to the ultimate success? These
stakeholders may be capable of blocking the change. They may also
see their jobs affected. Or, they may be your end users. Their various
points of view will help you get a clearer picture of the change itself
and the journey to your ultimate result.
3 How can you uncover their concerns, issues, and potential
contribution? “Just an email” is often not the answer. Consider
facilitated meetings and one-on-one conversations with your most
important stakeholders. This not only helps you get information but
helps build commitment.
4 If they’re opposing the change or refusing to engage with you
directly, is there someone who supports you that could provide
a better link? Your network of informal leaders is helpful here.

Page 25

step 1 2 3


5 What methods of involving and informing stakeholders would help you
strike a balance between efficiency and inclusiveness? People will balk if
you take up a lot of their precious time needlessly. At the same time, giving
people’s input short shrift will not inspire commitment either. You might ask
your stakeholders what amount of involvement they feel is necessary, or
propose a method of involvement and get agreement from them.
6 Who are the losers, meaning the people who will have to give up
positions, or people, or a valued way of working? How can you soften the
blow, help them find other opportunities, or be involved in ways that help
them save face and contribute? It’s easy to see how this can smooth the
change priocess, if you put yourself in their shoes.
7 Who are the winners, the people who will gain the most from the
change? They may be gaining political clout, or turf, or seeing their ideas
adopted in the changes? How can we support their success? These people
can have significant impact on the change, and can really support you in the
process.

Page 26

step 1 2 3

At Interaction Associates, we find it helps to map out the
involvement strategy in phases so that people can be engaged at STEP 3 TIP:
The moment of truth comes in
the right times, with specific questions.
identifying the REALLY critical
We call this visual representation of stakeholder involvement and stakeholders -the leaders of critical
teams or department, the smart
decision making an involvement map, or i-map.
people everybody listens to, the
naysayers who have enough clout to
For example, in the beginning of a process redesign, it is wise to
shape opinions, the people who have
ask key groups and individuals some open-ended questions about
succeeded or failed at similar efforts,
the problems with the current process, their ideas for who may know things you don’t.
improvement, and good ways to communicate with them The resulting analysis becomes a
throughout the process. highly sensitive document, not for
dissemination, but to advise actions
and strategies for meaningful
involvement.

Page 27

step 1 2 3

Decisions: Make Them Transparent
Unclear decision making is one of the most common ways change efforts get
derailed. A common scenario begins with a leader soliciting input from key
stakeholders. “Do it this way,” the IT director advises, thinking she is making the
decision. When you, the change leader, make a different decision based on a
variety of stakeholder input, the IT director is alienated and upset!

As a change leader, clear and transparent decision making is your best friend. If
you are clear up front, each stakeholder will know when and how their input will
be used. At the same time, you won’t to waste time and energy in unnecessary
rounds of agreement-building or, worse yet, backtracking to patch up hard
feelings. Make some upfront, conscious choices about how much collaboration is
appropriate for each decision needed throughout the change effort. After all,
there are many degrees of collaboration between making a decision unilaterally
and delegating it.

The model on the next page will help.
4

Page 28

step 1 2 3

Levels of Involvement in Decision-Making

k* Delegate
ac
llb with
Fa
Level of Involvement

Constraints

Consensus
Gather
Input from
Group & As the level of involvement in
Gather Decide
Input from decision-making increases, so does
Individuals the level of ownership or buy-in to
& Decide
Decide & the process and the outcome.
Announce

* Fallback can be to another level
Level of Ownership

Page 29

step 1 2 3

LEVEL OF OWNERSHIP
Method Definition
Decide & Announce The change leader makes a decision with little or no input, then announces the decision to
those who will be affected by, or must carry out, the decision.

Gather Input from The change leader asks selected individuals for input (ideas, suggestions, information); then
Individuals & Decide makes a decision.

Gather Input from Team The change leader asks team members or a group of stakeholders to share their ideas in a
& Decide meeting. The leader decides after hearing from the everyone.

Page 30

step 1 2 3

LEVEL OF OWNERSHIP
Method Definition
Consensus A consensus decision is one that each and every member of the group, or team, is willing
to support and help implement. All key stakeholders have had an opportunity to give their
opinion and to understand the implications of various options. Everyone, including the
change leader, has the same formal power to support or block proposals. If consensus
cannot be reached, the change leader has a fallback decision-making option.

Delegate Decision The change leader defines the decision that needs to made in the form of a question(s),
with Constraints clarifies the constraints on the decision (e.g., budget, timeframe, quality requirements), and
delegates the decision to others. The leader does not alter the decision as long as it adheres
to the constraints.

Notice that the horizontal axis represents “level of involvement” and the vertical
axis represents “level of ownership.” As you move up the circles from left to right,
the decision-making methods require more stakeholder involvement – and so
inspire in stakeholders a greater sense of ownership of the decision.

Page 31

step 1 2 3

Choosing Your Decision Making Method
How do you know when to use which decision-making method? It depends on
the specifics of the decision you are making. Consider these factors as you make
your choice:

• Stakeholder Buy-In. How much do key stakeholders need to be involved so
that they can confidently support implementation of the decision?
• Time Available. How much time can be spent on making the decision? If you
need an instant decision to respond to an emergency situation, Decide and
Announce is your best bet.
• Importance of the Decision. How important is the issue to the people in your
organization or community? The more important it is, the more the people who
will be affected will want to be involved.
• Information Needed. Who has information or expertise that can contribute to
making a quality decision? Involve those experts early.

Page 32

step 1 2 3

• Capability. How capable and experienced are people in operating as decision
makers or as a decision-making team? If people are perfectly capable of
making good decisions, why not trust them to make them? On the other hand,
it may be helpful to let less seasoned employees test their decision-making
“muscles” by giving them restraints and then seeing what they come up with.
• Building Teamwork. What is the potential value of using this opportunity to
create a stronger team? A group working together on a tough decision will
develop a lot over this process.

Applying clear decision making and an appropriate level of involvement required
for each decision inspires trust in the people whom you are counting on to
support and implement change. As the level of trust grows in your group or
organization, those you lead will become more willing to have you make
decisions on their behalf. And you, in turn, will feel more trust in delegating
decisions to them.

Page 33

step 1 2 3

Design a change framework
Part of what makes change so hard on people and organizations is the dual
STEP 3 TIP:
requirement to stay on top of the change process, while simultaneously running In managing the change
the business. The work must go on. Just because you’re turning things upside infrastructure, keep the
down doesn’t mean your customers will forgive you if you boundaries clear. No change
falter in your ability to deliver. team or consultant, internal or
external, should ever act in the
To meet this challenge, leaders must put a change infrastructure in place. role of the people who have
The more complex the change, the more robust the change infrastructure must formal authority for leading the
organization. No one, regardless
be. The term “change infrastructure” probably sounds daunting, and costly,
of their passion and eloquence,
but it needn’t be. Simply put, it’s some combination of people and technology can take the place of visible and
that enables on-going communication, meaningful involvement, and a work vocal leaders. True, leaders can
plan to get it done. be deeply challenged by the
constant need to stay on
message and in the spotlight,
and they may need help.

Page 34

step 1 2 3

Here are three examples of change infrastructures, sized according to the
complexity and depth of change:
1 A pharmaceutical team needed to learn some lessons from past challenges
and, from that learning, implement changes in roles and work processes. The
only infrastructure it needed was a short-term planning team (comprised of
the project manager, the team’s leader, and an Interaction Associates
consultant) and a work plan for meetings and milestones.
2 A financial services corporation launched a major transformation in strategy
and culture. The leader chartered a dedicated core transformation team, with
ad hoc extenders in the communications, Human Resources, training, and
Information Technology groups. Sub-teams were put in place to lead tracks of
work, such as organizational design and development of a new market for the
company’s services. The transformation team developed web-based capability
to conduct spot surveys for quick feedback, disseminate brief news releases to
keep people current with evolving changes, and rapidly provide special
management communiqués, so that local leaders could be informed in
advance of broadcast announcements.

Page 35

step 1 2 3


3 During the final stages of a medical center restructuring,
a change leader convened a group of respected advisors
(“the people everybody trusts”), representing several levels
in the organization. She met with them on a regular basis
to keep her informed about how the process was going,
and where there were issues resulting from changes
in the reporting relationships and expectations of staff.

Page 36

Where to Start
Six Things to Do First
Let’s look at how you can use the information in this ebook as a step-by-step
plan to design and lead your change.

1 Understand the Dimensions of Success and determine what “success”
means in the context of this change. Apply simple metrics to measure all
three dimensions, and keep all three dimensions in mind as you move
forward.
2 Use The Big Picture to frame your thinking. Review and complete each
element in the model to plan your success path. Use this model as a simple
visual to explain the change to others.
3 Build a Case for Change and secure leadership support, including a
Sponsor. Get all leaders singing from the same songbook about the need for
change, and what’s in it for stakeholders. Be sure to include informal leaders,
who can be your best allies.

Page 37

Where to Start
4 Create and deliver a Vision to inspire others. Make it as compelling and
concrete as possible.
5 Conduct a stakeholder analysis and make decision making methods
clear. Remember that stakeholders are not just leaders and department
heads, but the people who will be affected by the change. As you choose
decision making methods, remember that maximum appropriate
involvement is what you’re aiming for, to get the most buy-in and the best
6 decisions.

Put a change framework in place, using the examples given. A “change
framework” consists of a combination of people and technology that enables
on-going communication, meaningful involvement, and a work plan to
accomplish the change. Keep your change framework the simplest it can be
while still being effective.

Page 38

Interaction Associates
About Interaction Associates
Interaction Associates (IA) helps companies meet strategic challenges with
breakthrough solutions grounded in four decades of expertise as a leading innovator
of collaboration methods.
We have worked with dozens of global Fortune 500 companies, government agencies,
and nonprofit organizations to set strategic direction, build leadership capability,
navigate change successfully, strengthen cross-functional teams, and inspire
commitment among all employees.
We are experts on the people part of business – and we’re proud of our 40-year track
record of turning clients into raving fans.
This book is dedicated to them – and to all change leaders, like you.

Page 39

A final thought.
Change takes courage
As a change leader, you need the courage to put change into motion – to put your reputation on the line,
to make a claim for something better. Whether improving the dynamics of a small team, or achieving
an organizational transformation, significant change does not come easily. When people’s lives are affected,
they react. Leaders need to make peace with this tough reality.

Throughout any change process, you can expect lots of noise from some sectors, and deafening quiet from
others. Some people will object in writing. Others will avoid meetings. People may even attribute motives to
you that are exaggerated at best, distorted at least, and sinister at worst.

Some leaders are particularly resilient in the face of these challenges. Beyond strong convictions and a
good measure of self-esteem, they have ways to bolster their resolve and sustain attention and focus, and,
ultimately, achieve successful outcomes. They embrace the unique responsibility of the change leader.

Little Book of Big Change

Recommended

Recommended

More Related Content

What's hot

What's hot (19)

Similar to Little Book of Big Change

Similar to Little Book of Big Change (20)

Little Book of Big Change